Research Brief The True Cost of a Bad Hire - Madeline Laurano August 2015
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
The True Cost of a Bad Hire
Research Brief
Madeline Laurano
August 2015The True Cost of a Bad Hire Research Brief The True Cost of a Bad Hire By: Madeline Laurano VP and Principal Analyst, Talent Acquisition Brandon Hall Group August 2015 ©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 2
The True Cost of a Bad Hire
TABLE OF CONTENTS
Introduction 4
What is a Bad Hire? 4
What are the Biggest Contributors to a Bad Hire? 6
Calculating the Cost of a Bad Hire 13
What Should Companies Do? 15
Conclusion 19
Brandon Hall Group’s Research Methodology 20
About Brandon Hall Group 21
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 3The True Cost of a Bad Hire
Introduction
As organizations expand and compete on a global scale,
NOTABLE INSIGHT recruiters try to rapidly fill positions in order to meet in-
creasing demands from the business. But these quick de-
95% of organizations cisions can come at a high price – often much higher than
of all sizes admit to organizations realize.
making bad hires every
95% of organizations of all sizes admit to making bad hires
year. These decisions
every year, according to Brandon Hall Group’s 2015 Talent
can cost organizations
Acquisition Study. These decisions can cost organizations
hundreds of thousands
hundreds of thousands of dollars. How can companies
of dollars.
become smarter about their hiring decisions? How can
companies mitigate the cost of a bad hire? This report will
help organizations understand what is behind bad hiring
decisions and key recommendations to mitigate these
costs.
Figure 1 Key Findings
• Organizations that lack a standard interview pro-
cess are five times as likely to make a bad hire.
• Organizations that invest in a strong candidate ex-
perience improve their quality of hires by 70%.
• Organizations that invest in employer branding are
three times more likely to make a quality hire.
Source: 2015 Brandon Hall Group Talent Acquisition Study (n=153)
What is a Bad Hire?
The majority of organizations we surveyed have a clear
understanding of their cost-of-hire metrics. Not only do
they have insight into what this number is, but they have
insight into the variables, including job advertisement
fees, recruitment staff fees, third-party recruiter fees, in-
terview costs, and technology costs.
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 4The True Cost of a Bad Hire
Figure 2 Average Cost of Hire by Job Level
NOTABLE INSIGHT Executives $ 3,798.65
Mid-Level Managers $ 1,501.79
Brandon Hall Group Emerging Leaders/High-Potentials $ 1,249.07
defines a bad hire as
someone who nega- Individual Contributors $ 1,062.72
tively impacts organi- Entry-Level Positions $ 740.63
zational productivity, Source: 2015 Brandon Hall Group Talent Acquisition Study
performance, retention,
and culture. However, when asked to identify the cost of a bad hire,
these same organizations were less confident, and more
than 30% are unclear about the cost of a bad hire.
Determining the cost of a bad hire – alternatively defined
as the cost of a “bad fit” hire – is a critical exercise that is
often overlooked. Wrong decisions about job candidates
can have a negative impact on departmental, business
unit or corporate performance, company culture, and
employee morale. Today, the cost of a bad hire is much
less of a recruitment metric and much more of a business
metric.
So, exactly what is a bad hire or “bad fit?” For the purpos-
es of this study, Brandon Hall Group defines a bad hire as
someone who negatively impacts organizational produc-
tivity, performance, retention, and culture.
Productivity. A bad hire will produce significantly less
than high-performers and could delay company goals and
objectives.
Retention. A bad hire is often categorized as someone
who is likely to leave an organization in the first year or
cause other employees to leave the organization. A study
by Harvard Business Review found that 80% of companies
believe that turnover is the result of a bad hire.
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 5The True Cost of a Bad Hire
Performance. A bad hire’s performance often suffers
or will cause team performance to suffer. Brandon Hall
Group’s 2014 team performance study found that 72%
NOTABLE INSIGHT
of companies were able to correlate team dynamics with
improved productivity, and 68% of companies found that
A bad hire can damage team dynamics positively impacted engagement. If one
an organization’s cul- member of the team is not performing, the entire team
ture by creating neg- will suffer.
ative morale and em-
ployee resentment. Culture. A bad hire can damage an organization’s culture
by creating negative morale and employee resentment.
Our research found that organizations that make the right
hires positively impact brand and culture.
With a clear definition, companies can understand why
they are making bad hires and mitigate the risks.
What are the Biggest Contributors
to a Bad Hire?
Talent Acquisition, as shown in Brandon Hall Group’s
Talent Acquisition Framework in Figure 3 (next page), is a
complex process with many stages. Beyond the complex
process itself, shown in the inner core of the framework,
talent acquisition is influenced by factors such as com-
pany culture, technology, and governance. Its success is
enhanced or hindered by the presence, or lack of, many
“success levers” that exist both inside and outside the or-
ganization.
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 6The True Cost of a Bad Hire
Figure 3 High-Performance
Brandon Talent Acquisition
Hall Group High-Performance Framework
Talent Acquisition Framework
CULTURE
PLAN &
IDENTIFY & EVALUATE HIRE & ONBOARD
PREPARE
PLAN SOURCE ASSESS HIRE ONBOARD
GOVERNANCE
TECHNOLOGY
WORKFORCE PLANNING
Job Offer
AND ANALYTICS
MANAGEMENT
Analyze Applicant Forms
Broadcasting Extension &
Talent Needs Screening Management
& Advertising Negotiation
TALENT
Candidate
Optimize Interview Background Success
Search
Budget Management Check Enablement
& Sourcing
Employee New Hire
Evaluate Talent Candidate Employee
Referral Assimilation &
Mobility Selection Verification
Management Socialization
RECRUITMENT MARKETING
Candidate
Employer
Relationship
Branding Management
CANDIDATE EXPERIENCE
MEASUREMENT
TALENT RESULTS &
BUSINESS RESULTS
External Business Stakeholder Executive Change Scalable,
Mobile
Influencers Alignment Experience Ownership Assessments Management Agile, Social
Global
Success Levers
Source:©2015 Brandon
Brandon HallGroup
Hall Group 2015
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 7The True Cost of a Bad Hire
So, while no company wants to make a bad hire, the com-
plexity of the processes can provide a challenging envi-
ronment in which to make critical hiring decisions. For
NOTABLE INSIGHT
example, a candidate that may seem to be the “right fit”
during the sourcing phase may prove to be a “bad fit”
69% percent of compa- during the interview process. The ability of an organiza-
nies identified a broken tion to understand and adjust to the ebbs and flows in the
interview process as hiring process impacts the likelihood of “bad hires.”
having the greatest im-
pact on the quality of By understanding where organizations are going wrong in
hire. ... Organizations the recruiting and hiring process, organizations can easily
that lack a standard reduce mistakes. Brandon Hall Group has identified the
interview process are biggest mistakes that can lead to a bad hire:
five times as likely to 1. Interview process. 69% of companies in our research
make a bad hire. identified a broken interview process as having the
greatest impact on the quality of a hire. The research
also found that organizations that lack a standard in-
terview process are five times as likely to make a bad
hire. Here are a few examples of the steps organiza-
tions can take to avoid interview problems.
• Each organization should have an interview strat-
egy that is consistent. Everyone involved should
know what should be covered in a screening in-
terview, a first interview with a recruiter or hiring
manager, peer interviews, second interviews, and
final interview.
• A checklist of questions for interviewers to choose
from in each interview phase is a great tool, no
matter how experienced the interviewer is. Con-
sistency is important. Organizations must ask can-
didates the same, or very similar questions, in or-
der to compare answers and evaluate who is the
best fit.
• There should be a protocol for which recruiter,
first-line supervisor, manager, director, VP, etc.,
should conduct the interviews at each stage. Or-
ganizations can make poor choices when they ask
the wrong questions, fail to articulate the com-
pany culture or the job requirements, or evalu-
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 8The True Cost of a Bad Hire
Figure 4 Talent Acquisition Processes
That Impact the Cost of a Bad Hire
NOTABLE INSIGHT Candidate
experience
28%
Companies that invest
Screening
and
assessment
45%
in employer branding
are three times more
likely to make better Hiring
managers
51%
hires. ... Companies
that ignore their em- Interview
69%
ployer brand will not
be able to target or 0%
10%
20%
30%
40%
50%
60%
70%
influence candidates Source: 2015 Brandon Hall Group Talent Acquisition Study
when they are making
decisions. ate the interview. When companies do not have
a standard strategy in place to interview candi-
dates, they are making ad hoc decisions without
considering long-term consequences. Too often,
hiring managers do not have the tools or resourc-
es they need to conduct an effective interview –
often resulting in a bad hire.
2. Weak employer brand. Companies that invest
in employer branding are three times more like-
ly to make better hires. Employer brand is a mea-
sure of the viability of a company’s employee val-
ue proposition. Employer brand management
involves any and all activity associated with im-
proving the company’s ability to attract talent
and maintain a positive image and reputation.
Without a strategy to manage, communicate and
evaluate employer brand, organizations are less like-
ly to attract quality talent. Companies that ignore
their employer brand will not be able to target or in-
fluence candidates when they are making decisions.
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 9The True Cost of a Bad Hire
Figure 5 Components of Employer Brand
Source: Brandon Hall Group 2015
As illustrated in Figure 5, there are two major components
of employer brand:
• Image. An employer’s public portrayal of the various
elements of its unique employee value proposition
– from the language used in job postings and adver-
tisements to the message conveyed by recruiters
across various channels and mediums.
• Reputation. The combined sentiments of candidates,
employees, customers and clients (past, present or
future) regarding an organization’s viability as an em-
ployer of choice – usually (but not always) based on
first-hand experience.
While most employers understand the image component,
only the savviest organizations know that reputation rules
supreme in brand. For all the effort spent creating an at-
tractive value proposition, designing a media-rich career
page, and writing enticing job descriptions, a brand that
doesn’t hold up to candidate scrutiny will continuously
fail to bring in top talent.
3. Negative candidate experience. Successful talent
acquisition functions prioritize the candidate experi-
ence. Organizations that invest in the candidate ex-
perience state that their quality of hires improved by
over 70%. Few companies truly understand what it
takes to create a positive candidate experience.
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 10The True Cost of a Bad Hire
Here are five suggestions for improving candidate experi-
ence, based on our 2014 research.
NOTABLE INSIGHT • Talent communities. Quickly becoming one of the
greatest talent acquisition investments for organi-
zations, talent communities offer a way for compa-
Ask new hires, and nies to engage talent, maintain a talent pipeline, and
other recent job candi- strengthen their brand. Candidates have a positive
dates, to share their ex- experience because they learn about the company
periences on third-par- culture, gain opportunities to connect with peers and
ty online review sites employees, and interact with the company about is-
like Glassdoor. sues that are relevant.
• Review sites. Ask new hires, and other recent job
candidates, to share their experiences on third-party
online review sites like Glassdoor. Job seekers want
to know what the interview experience will be like to
mitigate the stress and ambiguity they often feel sur-
rounds the hiring process, as a result they will turn
online for information from others who have recent-
ly gone through the experience.
• Social media. Only 7% of companies have a strate-
gy in place for their social recruitment efforts. Social
media, for these organizations, is much less about
blasting jobs to a group of individuals and more
about building relationships, showcasing the em-
ployer brand, and engaging candidates.
• Mobile. 58% of companies still do not use mobile for
talent acquisition. Today’s candidates expect recruit-
ment to be simple and convenient and mobile is a
“must-have.” Candidates must have an option to ap-
ply for a job on their mobile device.
• Video. This powerful tool improves efficiency but
more importantly, it provides candidates with the
communication they are now expecting from recruit-
ers and hiring managers. Whether part of a branding
video or during a video interview session, candidates
want the convenience and familiarity they expect
from video solutions.
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 11The True Cost of a Bad Hire
4. Poor onboarding process. First impressions last.
When companies fail to standardize their onboard-
ing process and socialize new hires in the company
NOTABLE INSIGHT culture, performance, retention and engagement suf-
fer. Organizations with a strong onboarding process
Organizations with a improve new hire retention by 82% and productivity
strong onboarding pro- by over 70%. Companies with weak onboarding pro-
cess improve new hire grams lose the confidence of their candidates and
are more likely to lose these individuals in the first
retention by 82% and year. The best onboarding programs:
productivity by over • Utilize tools and technology that enable new
70%. Companies with hires to succeed. The most effective programs
weak onboarding pro- leverage advanced learning tools to enable suc-
grams lose the confi- cess on-demand rather than relying solely on
dence of their candi- classroom learning. These companies are 300%
more satisfied than their lower-performing peers
dates and are more with the technology they’re using to support their
likely to lose these indi- onboarding programs, which correlates with sig-
viduals in the first year. nificant gains achieved in time-to-proficiency and
new hire retention.
• Emphasize assimilation. In order to ensure swift
and lasting assimilation of new hires, two in three
high-performance programs include formal men-
torship and coaching in their onboarding.
• Foster new-hire socialization. The more effective
onboarding programs understand the power of
connections. 33% of high-performance onboard-
ing programs build social networking into new
hire onboarding.
5. Lack of data. As recruitment becomes more com-
plex, organizations need data to make decisions
around talent. Data can provide some objectivity
and should be available through every stage of the
recruitment process, including data on the sources
they are leveraging, and data on performance and
data on the interview process. Unfortunately, many
organizations are unclear where they can find this
data and how they should interpret it, which can of-
ten lead to a bad hire. This goes back to not having
consistent strategies, processes, and procedures for
all aspects of the hiring process.
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 12The True Cost of a Bad Hire
To avoid making bad hires, companies should understand
what mistakes they might be making and rethink the
strategies and technology options that they have in place.
They must take steps to guard against a bad hire during
every phase of talent acquisition, not just once a candi-
date is onboard.
Calculating the Cost of a Bad Hire
Most organizations underestimate the cost of a bad hire
because a single bad hire can impact an organization in a
variety of ways. Although the cost of a hire ranges from
a few hundred dollars to a few thousand dollars, the cost
of a bad hire can escalate quickly. In fact, Zappos found
it was spending $100 million on bad hires and now of-
fers employees a $3,000 separation bonus to exit the or-
ganization if they are unhappy in the first few months.
Understanding what factors into the cost of a bad hire is
an important exercise for any organization looking to mit-
igate these costs.
Brandon Hall Group identified three variables that are
constant in calculating the cost-per-hire: These variables
can be factored into any cost of a bad hire:
• Compensation. Salary for the job position.
• Training. New-hire training and employee training
fees.
• Cost to hire. Traditional recruitment costs.
Additionally, each organization has a unique set of vari-
ables that must be considered when determining the cost
of a bad hire. When an organization creates a new po-
sition, there are costs associated with creating a job de-
scription and determining if there is workspace available
or if remodeling must be done.
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 13The True Cost of a Bad Hire
Organizations with virtual workers must consider the
costs associated with online meetings and shipping sup-
plies required for a home office environment.
Figure 6 provides an example of how one organization
may calculate the cost of a bad hire. Examples of addi-
tional variables to include in the calculation are listed be-
low the table.
Figure 6 Model for Calculating Cost of a Bad Hire Tool
Cost of Hire Median Training Additional Additional Total
Job Level Compensation* Costs** Variable Variable Cost
Executives $ 3,798.65 $145,084 $ 1,959 $ $ $
Mid-level $ 1,501.79 $ 71,289 $ 1,369 $ $ $
managers
Individual
contributors $ 1,062.72 $ 37,000 $ 907 $ $ $
*Based on Glassdoor Salary Data
**Based on Brandon Hall Group 2015 Training Study
Source: Brandon Hall Group’s 2015 Talent Acquisition Study
Additional variables should also be considered, including:
• Unemployment. Organizations face fees when the
state pays for unemployment.
• Missed business opportunities. This means any
missed revenue opportunities due to vacancy, loss of
productivity, or performance.
• Team performance. Includes the impact on team
performance and incomplete projects.
• Loss of customers. This cost includes any loss of cus-
tomers because of issues with an employee – partic-
ularly in sales and customer service roles.
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 14The True Cost of a Bad Hire
• Outplacement services. These fees include any out-
placement services an organization may need to in-
vest in to replace a bad hire.
NOTABLE INSIGHT
• Relocation fees. These fees include any relocation
that may have been covered by the employer or will
Interviewers should be be covered for a replacement.
prepared to look for • Weakened employer brand. This includes addition-
red flags and warning al advertising and recruitment costs organizations
signs and discuss their incur because of the employer brand impact due to
concerns with recruit- poor work or misdeeds of a bad hire.
ers. 60% of organiza- • Litigation fees. This cost includes any legal action or
tions that leverage best possibly even compliance penalties.
practice guidelines for • Loss of productivity. This includes lost productivity
conducting interviews from vacancy or low performance.
have an optimized re- • Turnover. These fees include the cost to find a re-
cruitment strategy – placement hire and the additional recruiter fees that
one that aligns with may result from turnover.
business objectives.
What Should Companies Do?
Leading organizations are taking proactive steps to reduce
the likelihood of a bad hire. Brandon Hall Group has iden-
tified several strategies for improving the overall strategy
of the talent acquisition function.
• Take a strategic approach to hiring. Organizations
that want to eliminate the cost of a bad hire should
standardize the interviewing process and provide
hiring managers and recruiters with the right tools
to ask questions and evaluate candidates. Behav-
ioral interviews and peer-to-peer interviews are an
effective way to determine the cultural fit of candi-
dates. Additionally, interviewers should be prepared
to look for red flags and warning signs and discuss
their concerns with recruiters. 60% of organizations
that leverage best practice guidelines for conducting
interviews have an optimized recruitment strategy –
one that aligns with business objectives – compared
to 10% of companies without interview guidelines.
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 15The True Cost of a Bad Hire
• Lead with your company culture. An employer
branding strategy should be a priority for any com-
pany looking to reduce the cost per hire. Companies
NOTABLE INSIGHT should consider providing messages about the com-
pany culture and leverage video and social to help
Only 5% of organiza- communicate these messages. When an employer
tions evaluate candi- brand can accurately reflect the company culture,
dates during the sourc- organizations will have an easier time attracting the
right talent. A strong employer branding strategy
ing process. The key to should also be linked to the broader corporate strat-
successfully mitigating egy. Candidates get greater transparency about what
the risk of a bad hire is their job and relationships will include while employ-
to evaluate candidates ers are able to understand what the right organiza-
often in the recruit- tional fit may be.
ment process, starting • Align with business priorities. Before determining
with the sourcing pro- what steps to take to eliminate the cost of a bad
cess. hire, talent acquisition departments need a clear
understanding of what organizational priorities are
in place. One of these objectives must focus on the
candidate experience. In many industries such as
retail and professional services, candidates are also
customers. Organizations should put the same rig-
or into the candidate experience that goes into the
customer experience to ensure these individuals will
perform, stay motivated, and want to stay with the
organization.
• Assess candidates often. Only 5% of organizations
evaluate candidates during the sourcing/screening
process. The key to successfully mitigating the risk
of a bad hire is to evaluate candidates often in the
recruitment process, starting with the sourcing pro-
cess. If organizations are able to identify potential
problems with a candidate early on, they can reduce
the costs associated with screening, assessing, and
interviewing that individual.
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 16The True Cost of a Bad Hire
Figure 7 When Organizations Assess Candidates
AThe True Cost of a Bad Hire
Figure 8 Key Criteria for Quality of Hire
NOTABLE INSIGHT
New
Hire
Produc2vity
57%
Onboarding should not
be viewed as a one-
62%
week orientation but Hiring
Manager
Sa2sfac2on
rather a year-long pro-
gram that helps new
62%
hires feel acclimated Organiza2onal
Fit
and motivated to per-
form. 0%
10%
20%
30%
40%
50%
60%
70%
Source: Brandon Hall Group’s 2015 Talent Acquisition Study
• Extend the onboarding process. Onboarding is a
critical component of talent acquisition that often
gets overlooked. By including socialization in these
strategies, organizations can engage new hires in
the company culture and provide mentor programs,
team building initiatives and coaching initiatives. On-
boarding should not be viewed as a one-week ori-
entation but rather a year-long program that helps
new hires feel acclimated and motivated to perform.
New hires that have a positive experience will then
be more likely to contribute to business goals and re-
main with their new employer.
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 18The True Cost of a Bad Hire
Figure 9 Bad Hire Mistakes and Solutions
Mistakes Solutions
Poor interview process Standardize the interview process
Weak employer brand Lead with the company culture
Align with business priorities,
Negative candidate experience
look at more than hard skills
Poor onboarding process Extend the new hire experience
Lack of data Assess candidates often
Source: Brandon Hall Group 2015
Conclusion
As talent acquisition becomes more complex to meet
the demands of a growing business, organizations must
make better decisions around their hires. Unfortunately,
companies often make bad hires due to poor interviewing
processes, a weak employer brand, poor onboarding, a
negative candidate experience, and a lack of data.
A bad hire can impact productivity, retention, engage-
ment and performance. Leading organizations are able to
avoid the costs of a bad hire by standardizing their talent
acquisition processes, strengthening branding initiatives,
extending the new hire experience, and assessing candi-
dates often.
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 19The True Cost of a Bad Hire
Brandon Hall Group’s Research Methodology
Employer
Brand
Research Methodology
Market Research Business
Leadership Methodology Performance Analytics-Based Reports
and Tools
After verifying our position internally, in alignment with scholarly
Client research, and the market and completing rigorous peer reviews,
our position is documented and published, made available to our
Loyalty
members, in the form of reports, tools and online searchable
databases.
Market Testing
We fortify and validate our initial findings,
Client-Centered leading practices and high impact processes
Business Goals within the analyst environment, our own
e Five Advisory Board and select other clients and
Phas
prospects that offer fair assessment of the
Evaluation of Business practicality and usability of our findings,
and Talent Landscape practices, and processes. Again we add new
perspectives as appropriate before readying
We study current trends to
the research for publication.
hypothesize about how they ur
e Fo
might influence future events Phas Emergent Trends
and what effect those events is After studying and analyzing all
likely to have on your business. collected data, we see and document
patterns emerging within high
Quantitative Surveys e performing companies. We create
e On
Phas initial drafts of our findings, leading
ee
To test our hypothesis, we gather empirical
se Thr practices and high impact processes.
insights through formal and informal surveys wo Pha
se T
completed by Executives, Chief Human Resources Pha
Officers, VPs of Talent and other business
leaders as well as HR, Learning and Talent Expert Resident Knowledge
Leaders and employees.
Our quantitative and qualitative findings are shared
Qualitative Interviews within our internal research community and rapidly
debated in peer review sessions to test validity and
To check assumptions generated from surveys and practicality.
to add context to the empirical survey data, we
talk to Executives, Chief HR Officers, VPs of Talent Scholarly Reviews
and other business leaders as well as HR, Learning
and Talent Leaders and employees. We study and analyze renowned academic research comparing and
contrasting their findings to our own and again engage in rapid debate to
ensure our findings and analysis stand the tests of business usability. New
perspectives are shaped and added as appropriate.
Source: Brandon Hall Group 2015
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 20The True Cost of a Bad Hire
About Brandon Hall Group
Brandon Hall Group is a HCM research and advisory services firm that provides insights around key performance
areas, including Learning and Development, Talent Management, Leadership Development, Talent Acquisition,
and Workforce Management.
With more than 10,000 clients globally and 20 years of delivering world-class research and advisory services,
Brandon Hall Group is focused on developing research that drives performance in emerging and large organi-
zations, and provides strategic insights for executives and practitioners responsible for growth and business
results.
Br
At the core of our offerings is a Membership Program that combines research, benchmarking and unlimited ac-
cess to data and analysts. The Membership Program offers insights and best practices to enable executives and
practitioners to make the right decisions about people, processes, and systems, coalesced with analyst advisory
services which aim to put the research into action in a way that is practical and efficient.
The Value of Membership
The Brandon Hall Group Membership Program encompasses comprehensive research resources and an array of
advisory services. Our Membership Program provides:
• Cutting-Edge Information – Our rigorous approach for conducting research is constantly evolving and up-to-
date, providing your organization with current and future trends, as well as practical insights.
• Actionable Research – Your membership includes advisory services and tools that are research-driven and
provide you a breakthrough approach to addressing immediate challenges and opportunities inside your
organization.
• Customizable Support – Whether you are an executive or entry-level practitioner, our research and analyst
insights can be leveraged at an individual level and across the entire organization. We realize that every or-
ganization has unique needs, so we provide multiple analyst and research access points.
• Community of Peers – We realize the value of connecting with your peers and being part of a community
that is focused on continuous improvement. Your membership provides you with personal connections to
fellow professionals.
• Unlimited Access – Every member of your team has the ability to utilize research, best practices, and adviso-
ry services when they need it most.
To learn more about Brandon Hall Group, please call us at (561) 865-5017 or email us at success@brandonhall.
com.
©2015 Brandon Hall Group. Licensed for Distribution by Glassdoor. 21You can also read
